Relevant bibliographies by topics / Self-managed teams

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Self-managed teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Self-managed teams"

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Nicholls, Chantell E., Henry W. Lane, and Mauricio Brehm Brechu. "Taking self-managed teams to Mexico." Academy of Management Perspectives 13, no. 3 (August 1999): 15–25. http://dx.doi.org/10.5465/ame.1999.2210310.

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Hurst, Keith, Jackie Ford, and Cath Gleeson. "Evaluating self‐managed integrated community teams." Journal of Management in Medicine 16, no. 6 (December 2002): 463–83. http://dx.doi.org/10.1108/02689230210450016.

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Poon-Richards, Craig. "Self-Managed Teams for Library Management." Journal of Library Administration 22, no. 1 (April 23, 1996): 67–84. http://dx.doi.org/10.1300/j111v22n01_05.

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Kulisch, Tony, and David K. Banner. "Self‐managed Work Teams: An Update." Leadership & Organization Development Journal 14, no. 2 (February 1993): 25–29. http://dx.doi.org/10.1108/01437739310032692.

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Thibodeaux, Mary S., and Sandy K. Faden. "Organizational Design for Self‐managed Teams." Industrial Management & Data Systems 94, no. 10 (December 1994): 20–25. http://dx.doi.org/10.1108/02635579410073495.

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Giordan, Judith C., and Angela M. Ahern. "Self-Managed Teams: Quality Improvement in Action." Research-Technology Management 37, no. 3 (May 1994): 33–37. http://dx.doi.org/10.1080/08956308.1994.11670981.

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Carte, Traci A., Laku Chidambaram, and Aaron Becker. "Emergent Leadership in Self-Managed Virtual Teams." Group Decision and Negotiation 15, no. 4 (July 2006): 323–43. http://dx.doi.org/10.1007/s10726-006-9045-7.

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Appelbaum, Steven H., Mary Bethune, and Rhonda Tannenbaum. "Downsizing and the emergence of self‐managed teams." Participation and Empowerment: An International Journal 7, no. 5 (August 1999): 109–30. http://dx.doi.org/10.1108/14634449910287837.

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Luis Alves Pais, Celso. "Self‐managed teams in the auto components industry." Team Performance Management: An International Journal 16, no. 7/8 (October 19, 2010): 359–87. http://dx.doi.org/10.1108/13527591011090646.

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Roper, Kathy O., and Deborah R. Phillips. "Integrating self‐managed work teams into project management." Journal of Facilities Management 5, no. 1 (February 27, 2007): 22–36. http://dx.doi.org/10.1108/14725960710726328.

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Dissertations / Theses on the topic "Self-managed teams"

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Mathur, Praveen S. M. Massachusetts Institute of Technology. "Managing projects utilizing self-managed teams and managerial toolkits." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55222.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 77-78).
Project Management is an essential function in most software companies today. With increasing complexity and inter connectivity between software projects, it is not surprising that managing such large scale development projects can be expensive and extremely time consuming for the sponsoring organization. In large scale complex software projects the project manager has to ensure that enough resources are allocated to the project and foster an environment of communication and teamwork, but accomplish all this with little authority over the project team. This traditional approach to managing project relies on the skills and experience of a project manager but is fraught with pitfalls that can lead the project in the wrong direction if corrective action is not taken in a timely fashion. Any misstep during the project lifecycle due to scope creep or miscommunication can ultimately push the project to miss deadlines or be over budget. Another alternative approach to software development is using self organizing teams. Free/Open Source software development approach uses the concept of self organizing teams to collaborate at a global scale using communities of developers. The F/OSS paradigm, based on cooperation and collaboration among developers from all over the world, introduces methodologies and development models different from those usually utilized within the proprietary software industry.
(cont.) In it, communities of developers and users share a common interest in a project and interact regularly with one another to share knowledge collaboratively solve a common problem. This approach reduces the overhead required in communication and coordination by sharing information with all members of the project and relies on automating some of the essential elements of the project. The thesis synthesizes the use of automated tools as it applies to the project toolkit and uses case studies to understand how F/OSS development approach can be used in organizations to reduce project's dependence on a project manager.
by Praveen Mathur.
S.M.
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Barnes, Deborah M. (Deborah Manning). "Information Use Environment of Self-managed Teams : A Case Study." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc277880/.

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This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.
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Flax, Stacey L. (Stacey Lynn). "Impact of Interpersonal Skills Training on the Effectiveness of Self-Managed Work Teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500516/.

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The purpose of this study was to determine whether the teams that received interpersonal training would function more effectively as a team than the teams that did not receive training. Individuals from a large division of a major defense contractor in the southern part of the United States served as subjects. Data were collected using the Team Effectiveness Profile designed to measure team effectiveness. This survey measures the overall score as well as five sub-scores. It was hypothesized that the teams that received training would function more effectively than the teams that did not receive training. The hypotheses were not supported. Results were explained, among other things, by the internal and external changes that hampered the transition towards self-managed work teams.
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Cyphers, Amy E. (Amy Elizabeth). "Isomorphism as a Paradigm for Examining Self-Managed Work Teams and Work Spillover." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc501273/.

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This study investigates the effects of a participative-type management approach termed self-managed work teams (SMWTs) and work spillover into the family environment. The perspective of isomorphism by Aldous (1969), and Rapoport and Rapoport (1965), was used as a paradigm to examine both positive and negative effects of the work-family relationship. A total of 76 employees from the Department of Defense's Quality Division was used in the regression analysis, due to recent transitions into SMWTs. Results reported overwhelming support for the perspective of isomorphism: over 40% of the variation in positive work spillover was explained by SWMT characteristics. Communication with other teams was the single most important factor found to have a significant effect on positive work spillover.
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Burress, Mary Ann. "Development of a Model of Leadership for Self-Managed Teams in a Greenfield Environment." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc504541/.

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This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams.
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Gidlund, Maja. "Measuring feature team characteristics of software development teams." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.

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This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.
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Martins-Crane, Lolin. "The Self-Managed Work Team Environment: Perceptions of Men and Women." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc500806/.

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The present study empirically examined working behaviors of men and women within a self-managed working environment. Three models of women and work were studied. Results indicated women exhibited higher levels of job meaning and continuance commitment. The more self-managed production team exhibited higher levels of growth need strength, support from co-workers, continuance commitment, task significance and lower levels of role conflicts. Support teams exhibited higher levels of autonomy and satisfaction with pay. Path analysis, testing a model based on Astin's sociopsychological model indicated direct effects from expectancy to general satisfaction, from gender to expectancy, and task significance to gender. An alternative model showed direct effects between general satisfaction and expectancy, satisfaction with pay, task significance and expectancies, and between satisfaction with pay and teams.
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Hawkins, Beverley. "Recruitment agents : how to self-managed teams of recruitment consultants negotiate gendered organizational culture." Thesis, Keele University, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496329.

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This thesis contributes to scholarship by providing an account of what it is like to work in the private recruitment industry, a sector which has previously been neglected by researchers. I offer a series of ethnographically-derived insights which explore the frenetic efforts of those working in two self-managed teams, a branch of an international recruitment organization here given the pseudonym 'Strongstaff'.
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Miller, Carolyn. "Relationship Between Employee Age and Perceptions of Work in Self-Managed Work Groups." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc501011/.

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Derived from sociotechnical systems theory, autonomous or self-managed work groups are a form of work design in which employees are multi-skilled, take responsibility for the group's tasks, and have discretion over the decisions which impact group performance. Previously collected survey data from 602 employees of a southwestern manufacturing firm were examined via factor analyses and multivariate analysis of variance. Significant differences were found for self-managed work group members versus traditional job holders regarding enhanced organizational involvement and enhanced work responsibility. However, there was no evidence of an age effect nor interaction regarding age. This study provides evidence to other action researchers and organizational decision makers that an "older" work force should not be considered a barrier to implementing this type of work design
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Viehhauser, Andreas. "Self-managed teams as company structure and its effect on motivation,job satisfaction, empowerment and perceived performance." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5922.

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Books on the topic "Self-managed teams"

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Kinlaw, Dennis C. Team-managed facilitation: Critical skills for developing self-sufficient teams. Amsterdam: Pfeiffer & Co., 1993.

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Chang, Richard Y. Succeeding as a self-managed team: A practical guide to operating as a self-managed work team. London: Kogan Page, 1995.

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Chang, Richard Y. Succeeding as a self-managed team: A practical guide to operating as a self-managed work team. Irvine, Calif: R. Chang Associates, 1994.

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Self-managed work teams in health care organizations. Chicago, IL: American Hospital Pub., 1994.

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Dallat, Patrick J. Longer-lasting job satisfaction through self-managed teams. [s.l: The Author], 1996.

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Hicks, Robert. Self managingteams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Cooke, Orla. Towards self-managed teams: The case of Apion Ltd. Dublin: University College Dublin, 1997.

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Hicks, Robert. Self managing teams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Robert, Hicks. Self managing teams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Wilson, Graham. Self-managed teamworking: The flexible route to competitive advantage. London: Pitman, 1995.

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Book chapters on the topic "Self-managed teams"

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Bider, Ilia, Amin Jalali, and David Söderström. "Creating Self-managed Cross-Professional Teams with Metaphoric Business Process Support Systems." In Enterprise, Business-Process and Information Systems Modeling, 19–33. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-19237-6_2.

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Annosi, Maria Carmela, Luca Giustiniano, Federica Brunetta, and Mats Magnusson. "The Emergence of New Organization Designs. Evidences from Self-Managed Team-Based Organizations." In Learning and Innovation in Hybrid Organizations, 255–68. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62467-9_13.

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Whittington, C., and J. Wilson. "Self-managed Work Teams." In International Encyclopedia of Ergonomics and Human Factors, Second Edition - 3 Volume Set. CRC Press, 2006. http://dx.doi.org/10.1201/9780849375477.ch454.

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"Leading Self–Managed Teams." In Putting Emotional Intelligence To Work, 210–20. Routledge, 2012. http://dx.doi.org/10.4324/9780080547534-24.

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Zhengping, Qu. "Self-Managed Offshore Teams." In Remote Delivery, 179–229. CRC Press, 2021. http://dx.doi.org/10.1201/9781003160496-6.

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"Self-Managed Work Teams." In International Encyclopedia of Ergonomics and Human Factors - 3 Volume Set, 2362–65. CRC Press, 2006. http://dx.doi.org/10.1201/9780849375477-470.

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"Self-Directed and Self-Managed Teams." In Team Building (The Technical Manager's Survival Guides), 89–101. ASME Press, 2006. http://dx.doi.org/10.1115/1.802515.ch8.

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Montaudon-Tomás, Cynthia M., and Ingrid N. Pinto-López. "Developing a Metaphor for Self-Managed Organizations." In Handbook of Research on International Business and Models for Global Purpose-Driven Companies, 65–85. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4909-4.ch004.

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This chapter presents the Avocado metaphor for advanced value organizations (AVOs) based on emergent, hybrid, and self-maturing temporary organizational theories. The metaphor was constructed through bricolage, bringing in concepts and ideas from different areas. AVOs develop as a response to ever-changing business environments, which are more and more often transiting towards new ways of working, primarily projects. Avocado organizations reflect the global trend of smaller organizational designs creating organizations within organizations and teams of teams. Research is theoretical. It includes a general view on metaphors and their importance in organizational theory. Special attention is given to the definition of advanced value organizations, emergent theories, hybrid organizational designs, organizational lifecycles, and maturing processes, as well as temporary organizations and new working arrangements based mainly on projects. The avocado metaphor is explained in every section allowing a better understanding of how it can be used to describe modern-day organizations.
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"Developing Reward and Compensation Systems to Motivate Self-Managed Teams." In Making Supply Chain Management Work, 363–74. Auerbach Publications, 2001. http://dx.doi.org/10.1201/9781420000191-37.

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Weiss, Madeline. "Developing Reward and Compensation Systems to Motivate Self-Managed Teams." In Resource Management, 343–53. Auerbach Publications, 2001. http://dx.doi.org/10.1201/9781420000191.ch29.

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Conference papers on the topic "Self-managed teams"

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Aznar, M., M. L. Martinez, J. Zacares, A. Ortega, F. Gonzalez-Espin, and J. Lopez-Sanchez. "Self-managed teams." In 2012 IEEE Global Engineering Education Conference (EDUCON). IEEE, 2012. http://dx.doi.org/10.1109/educon.2012.6201102.

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Searles, Patricia. "Self-managed service teams." In the 25th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/266064.266778.

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Nosek, J. T. "Increase organizational effectiveness: Support self-managed IS development teams." In the ACM SIGCPR conference. New York, New York, USA: ACM Press, 1988. http://dx.doi.org/10.1145/57216.57239.

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Lim, JoAnne Yong-Kwan, and Laku Chidambaram. "A Longitudinal Comparison of Leader-Follower Relationships between High and Low Performing Self-Managed Work Teams in Virtual Settings." In 2011 44th Hawaii International Conference on System Sciences (HICSS 2011). IEEE, 2011. http://dx.doi.org/10.1109/hicss.2011.15.

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Strelnikova, Tatyana V. "Peculiarities Of Communication Processes In Self-Managed Work Team." In RPTSS 2017 International Conference on Research Paradigms Transformation in Social Sciences. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.02.156.

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Kim, Kahyun Sophie, and Lisa D. McNair. "Self-managed teaming and team effectiveness in interdisciplinary capstone design." In 2010 IEEE Frontiers in Education Conference (FIE). IEEE, 2010. http://dx.doi.org/10.1109/fie.2010.5673590.

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Messer, Matthias, Ju¨rgen Grotepaß, Ulrich K. Frenzel, and Jitesh H. Panchal. "Towards a Function-Based Collective Innovation Framework." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-86792.

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In this paper, we present a work-in-progress web-based framework to enable collective innovation via a combination of top-down structural and bottom-up self-organized processes in global enterprises. Problem: In current organizations, expertise is usually locked in discipline-specific project teams or departments based on existing product portfolios which restricts collective innovation through distributed networks of peers translating into increased innovation. Innovation projects are managed in stage gate processes using tools (such as proprietary project workspaces or product data management) that limit access to solutions on various levels of maturity/abstraction throughout the enterprise. Approach: Our approach to facilitate collective innovation in the early stages of product development involves identification and implementation of the following collective innovation mechanisms a) collective concept creation, b) collective concept selection, and c) collective information management. These innovation mechanisms are being instantiated in a web-enabled COllective INnovation (COIN) framework to synthesize collaborative bottom-up and structured top-down approaches fostering innovation. The COIN framework is thus based on self-organized collective innovation as well as function-based systematic conceptual design approaches thereby embodying both collaborative bottom-up and structured top-down structured aspects. From the proposed approach to collective innovation through innovation mechanisms and web enabled tools for implementing collaborative bottom-up and structured top-down structured aspects, global enterprises can benefit from the COIN-framework in fostering synergetic R&D-collaborations, know-how transfer and technology scouting during the early stages of product development. The value to global enterprises can further be significantly increased through application-tailored subspaces consisting of a collection of entities, loosely related by user-defined information links (e.g., tags), as exemplified for a sealing subspace and corkscrew design example in this paper.
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Padovani, Damiano, Søren Ketelsen, and Lasse Schmidt. "Downsizing the Electric Motors of Energy-Efficient Self-Contained Electro-Hydraulic Systems by Using Hybrid Technologies." In BATH/ASME 2020 Symposium on Fluid Power and Motion Control. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/fpmc2020-2717.

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Abstract The ongoing tendency toward the electrification of hydraulic systems, mainly in the form of self-contained solutions, poses design challenges in high-power applications. An electric motor drives positive-displacement machines used to control the motion of the hydraulic actuator (nonhybrid systems encompassing one or two pumps exist in the technical literature). All the power managed by the actuator passes through the electric motor, which leads to often oversized arrangements. These detrimental characteristics are especially pronounced when the power level increases approximately above 35–40 kW. Therefore, this research paper presents and studies a self-contained, electro-hydraulic, hybrid architecture intended to downsize the electric motor while maintaining the high-power output of the nonhybrid counterpart. After introducing the sizing process for the energy storage device and developing a suitable control strategy for the hybrid subsystem, the proposed concept is validated via high-fidelity dynamic models. The rated power of the electric prime mover can be cut by 70% in the considered application (a mid-size, knuckle-boom crane with an installed power of about 46 kW) without altering the performance in terms of motion control. The additional mass (about 310 kg) of the hybrid system is not expected to affect the load-carrying capacity significantly. As a result, the hybridization of self-sufficient systems is technically feasible for high-power applications. Drawbacks related to the system cost-effectiveness might, however, be experienced. An application-driven cost analysis should be conducted before implementing such a solution.
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Bulgachev, Roman, Michael Cromarty, Lee Milburn, and Kevan Davies. "Self-Verification Programme – A Success Story of Major Accident Risk Management via Bowtie Barrier Model." In SPE/IADC International Drilling Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/204132-ms.

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Abstract bp's Wells Organization manages its operational risks through what is known as the ‘Three Lines of Defense’ model. This is a three-tiered approach that starts with self-verification as the first line of defense which Wells assets apply to prevent or mitigate operational risks. The second line is conducted by its Safety and Operational Risk function using deep technical expertise. The third line of defense is provided by Group Audit. This paper will discuss the Wells self-verification programme evolution from its first implementation; results, lessons learned, and further steps planned as part of the continuous improvement cycle will be also shared. The company's Wells organization identified nine major accident risks which have the potential to result in significant HSE impacts. Examples include loss of well control, offshore vessel collision and dropped objects. The central Risk team developed bowties for these risks, with prevention barriers on cause legs and mitigation barriers on consequence legs. Detailed risk bowties are fundamental to Wells self-verification, adding technical depth to allow more focused verification to be performed when compared with the original bowties, as verification is now conducted using checklists targeting barriers at their component level – defined as critical tasks and equipment. Barriers are underpinned by barrier enablers – underlying supporting systems and processes such as control of work, safe operating limits, inspection and maintenance and others. Checklists are standardized and are available through a single, global digital application. This permits the verifiers, typically wellsite leaders, to conduct meaningful verification conversations, record the resulting actions, track them to closure within the application and gain a better understanding of any cumulative impacts, ineffective barriers and areas to focus on. Self-verification (SV) results are reviewed at rig, region, Wells and Upstream levels. Rigs and regions analyze barrier effectiveness and gaps and implement corrective actions with contractors at the rig or region level. Global insights are collated monthly and presented centrally to Wells leadership. Common themes and valuable learnings are then addressed at functional level, shared across the organization or escalated by the leadership. The self-verification programme at the barrier component level proved to be an effective risk management tool for the company's Wells organization. It helps to continuously identify risks, address gaps and learn from them. Recorded assessments not only provide the Wells organization with barrier performance data, but also highlight opportunities to improve. Leadership uses the results from barrier verification to gain a holistic view of how major accident risks are managed. Programme evolution has also eliminated duplicate reviews, improved clarity of barrier components, and improved sustainability through applying systematic approach, standardization, digitization and procedural discipline.
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Jakkappanavar, Anita C. "Placemaking as multi-faceted tool in urban design and planning. A strategic approach in case of Hubballi city, Karnataka, India." In Post-Oil City Planning for Urban Green Deals Virtual Congress. ISOCARP, 2020. http://dx.doi.org/10.47472/jeih5897.

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Cities are the main engines of economy attracting influx of population from rural to urban areas. They are the major contributors of global GDP and hold high potential for development opportuniites but yet they face many inequalities. These negative effects suppress positive ones if not managed properly. In context to Hubballi (a developing city of North Karnataka), in the past the cultural matrix shared a symbiotic relationship with the green & blue networks that traversed the city in a manner that could be characterized as the urban commons. However, over a few decades, industrialization & changing economic drivers have led to over exploitation of natural resources. Specifically, in the case of Unkal Nullah, a canal which originates from Unkal Lake in the northern end of Hubballi city. The mismanagement of urban development led to self-build practices, poor drainage system and encroachment of low-income houses along the water edges. Lack of maintenance led to waste dumping practices into the canal which was a source of sustenance in the past, to become the backyard or sewer of the city in the present day. This inturn led ecological imbalances which were compromised and neglected to the background. To ameliorate the situation there have been multiple efforts in terms of policies and missions, the most recent one being the ‘smart cities mission’ which also stresses the sustainable development of Indian cities. This paper is an attempt to fulfill the motive of “smart cities makes better cities with healthier people” by assessing Place making as a major tool to configure waterfront dynamics to create public realm, to make people centric approach which contribute to people’s health, happiness and wellbeing. It is necessary to rethink on the matrix of land & water through urban design & planning efforts in making cities more connected with its water-land-people.
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